Free business plan workbook
This workbook asks you many questions. The more you answer, the more you will understand your new business.
If some of the questions are not relevant to your kind of business, simply delete them. If you feel that important questions are missing, simply insert them. The workbook is that flexible. You are in charge.
Business plan
A business plan is a description of the enterprise you want to establish and a plan for running and developing it. The plan covers all the various aspects which have formed part of your preparations and guarantees that everything is thought through.
A business plan can also form the basis of negotiations with your bank and possibly business connections for the purpose of obtaining credit facilities or a loan. It can also help you to convince family/friends/parents that you are quite serious about starting your own business.
Follow the chronology of the workbook to build your own business plan bit by bit.
Start in Denmark
Read more about starting a business in Denmark from Business Link Denmark’s website:
Front page
Make it clear that this is a business plan. If convenient, place the business name, logo and names of authors on the front page.
(Insert the name of your new business)
Contents
Make it easy for the reader to work his or her way through the plan and look up particular items.
Contents
- Background information
- Summary
- Personal resources and goals
- Product/service
- Market
- Sales and marketing plan
- Management and organisation
- Business development
- Budgets
- Financial requirements
- Appendices
Background information
The reader is curious to know who you are. As he reads the plan, he will bear in mind the first impression left by the background information which you provide.
Name/s of owner/s
Address
Telephone
Date of birth
Education
Recent job functions
Summary
The summary should briefly describe the business and highlight its purpose. It must contain the most important information from the business plan.
Place the summary at the start of the business plan, but write the summary last!
Main items:
- Who am I/who are we?
- What does the business produce?
- What customers and how many?
- First-year revenue?
- First-year profit?
- Need for funding?
Personal resources and goals
What resources can you offer the business? How will you enrich the business with dynamism and force?
Below are some useful points for including in your self-evaluation:
Your family network
Finances:
Know-how about the product/ services:
My weak points in relation to the business:
My work functions in the business:
Future prospects as regards business size:
Product/service
The lifeblood of your business is your service or product. Therefore, it is extremely important that you analyse the service/product from different angles.
The business offers the following products/lines/services:
1:
2:
3:
Differences in products/lines/services compared to those of your competitors:
1:
2:
3:
Purchase frequency/product life span:
1:
2:
3:
Calculation of product/service
Selling price exclusive of tax
- My cost price
- Transport/customs duties etc.
= Contribution margin
Product price:
My price
Market price
Name(s) of supplier(s):
Distribution of the product:
Competitors in this trade – names and numbers:
Potential for developing service/product:
Name of possible trade association:
Ultra short description of your business and its products (elevator pitch):
Market
When you have decided what product/service you want to sell, you have to identify potential customers. You must do this before embarking on any marketing initiatives.
Consider the description of the market as the submerged part of an iceberg, while your marketing, i.e. brochures, visiting cards, advertisements etc., constitutes the tiny part of the iceberg which is actually visible. All successful marketing rests on thorough knowledge about the market/customers.
Typical private customer:
Man/woman:
Age:
Education:
Occupation:
Lifestyle:
Typical business customer:
Line of business:
Size/staff:
Age:
Number:
Geographical limits:
In your own country
Foreign countries:
Realistic number of customers:
Arguments:
Average consumption in cash per customer:
Important competitors:
1:
2:
Important competitive parameters in the market:
1:
2:
3:
Assessment of the market opportunities for your business:
Threats that may destroy theseopportunities:
Sales and marketing plan
Hopefully, you have been very specific in your description of the market. This will greatly facilitate your sales and marketing work.
If you know exactly what customers to target, it is much easier to choose the right marketing and sales activities.
Possible sales and marketing activities from start-up:
What is to be done? How? Who? When? Cost?
Direct mail:
Internet:
Customer visit:
Telemarketing:
Advertising:
Publications:
Signposting:
Presentation material:
Trade fair:
Other types of advertising:
Annual marketing costs:
Opening market activity:
Price:
Public relations (PR) in connection with the opening:
“The story” to the journalist:
Relevant media:
Contacts:
Press release:
Management and organisation
Describe here how your business is going to work. Take into account what it costs to arrange, furnish and run the business.
Name of business/address/phone no./fax/email/web
Legal status of business:
Owners:
Bank:
Accountant:
Business policies:
Price policy:
Discount policy:
Method of payment:
Guarantee service:
Service:
Staff policy:
Procedure for accountancy and administrative routines:
Daily accounting:
Sales tax settling:
Sending out statements of account:
Following up on unpaid accounts:
Payroll:
Quarterly accounts:
Ordering goods:
Writing letters to customers/business associates:
Telephone reception:
Insurance:
(Industrial injury, trade liability, product, moveables, transport of goods, fire, house contents, travel, frozen foods, computers etc.)
Name of insurance company:
Prices:
Business partners/consultants
Businessdevelopment
It is often difficult to think about strategic or long-term planning before you have even started your business. However, it is a strength if, as a business owner, you are able to envisage the outlines of a bigger and more prosperous business than the one you are just starting.
Business appearance in one and in three years
How is your product or service in one and in three years?
Customers in one and in three years
Financial forecast for year three and year four
Other business goals
Budgets
Budgeting meansknowing how much you need to sell in order to cover costs, in other words quantifying the plans you have made in the previous paragraphs. The more specific your plans, the easier it is to budget.
Budgets can also help you to make your plans and ideas more concrete, so go back to your plans if the budget shows that they are unrealistic – or vice versa.
Draw up at least the first two budgets as a part of your business plan.
Startup budget
The startup budget will show how much money you need to start your business. What a business needs is quite individual. A business that produces 10-metre-long cement pipes needs a lot of money for machinery, raw materials and premises. On the other hand, an IT consultant solving software problems only needs the knowledge he/she already possesses.
Operating budget
The operating budget shows the expected income and costs of the business after startup. The more realistic your plans, the easier it is to draw up your operating budget.
While working on the operating budget you will often need to go back and revise your plans. You will find that your wishes and expectations are not always in line with reality.
Cash-flow budget
The cash-flow budget shows you – month by month –whether you have enough money in the bank to pay the expenses you expect to incur. In business terminology, you call this the cash flow.
It is easy to make the first two budgets if you have made a plan for your business. Doing a cash-flow budget is far harder, and it will take an accountant to draw up this budget.
Luckily, this is the last budget you have to draw up. Devote your time to the first two budgets, and then see if you have time to do the cash-flow budget.
Startup budget
Below you find a list of some of the expenses usually associated with starting up a business. Simply delete any expenses which are not relevant to your new business.
Remember: The lower your expenditure, the better. All expenses have to be paid out of the income generated by your new business.
Premises
Rent
Deposit for purchase of premises or business
Deposit (e.g. 3 months’ rent)
Goodwill - payment to the former owner for his work at the premises
Furnishing and renovation
Production equipment
Machinery
Tools
Other items
Shop fittings
Cash register
Counter
Other items
Office fittings
Furniture (desk, swivel chair, shelving etc.)
Computers (printer, network)
Telephones
Fax machine
Photocopier
Other items
Purchases prior to startup
Raw materials/semi-manufactured goods
Manufactured goods (stocks)
Stationery
Other items:
Car
Deposit
Other acquisition costs
Counsellors
Lawyer
Accountant
Other
Marketing
Writing paper, business cards
Brochures
Advertising
Signposting
Opening reception
Other items
Other expenses
Application for a patent/registration
Other items
Total cost is:
Operating budget
Below you find a list of various types of expenses. They may not all be relevant to your business. Simply delete any irrelevant items and insert any additional items which may be relevant. The budget should reflect your business operations.
Sales / revenue
Sales of product / service no. 1
Sales of product / service no. 2
Sales of product /service no. … Estimate sales for each main product /service
Variable costs
Materials - raw materials and finished products for use in production or sales
Salary - production workers only
Transport costs - and costs related to transporting raw materials and finished products
Fixed costs
Wages - for shop and office staff
Rent - for premises
Electricity, heating, water
Building renovation and maintenance
Cleaning
Car service/mileage allowance
Travelling expenses
Landline telephone
Postage and charges
Mobile phone
Internetconnection
Website subscription/hosting and upgrading
Marketing/advertising
Meeting expenses
Insurance
IT equipment
Computer network
Leasingexpenses
Minor purchases
Maintenance
Accountant
Lawyer
Other consultancy services
Unexpected costs (5% of costs)
Interest
Interest on bank loan
Interest on overdraft facility
Other interest expenses
Impairment/depreciation
Plant/buildings
Machinery
Other items
Financing
Financing means finding out where to find/borrow the money I need for my business.
First you have to find out how much money you need.
Necessary initial capital:
(Look at the startup budget)
Necessary cash:
(Your cash requirements are based on the cash-flow budget)
Total funding needs:
(Startup + cash)
Loan/financing expected to be arranged in the form of:
Owner
Family
Bank loan
Overdraft facility
Total funding
Loan guarantee
Name, address
Investment funding (buildings/machinery)
Savings/capital
Bank loans
Credit institution loans
Private loans
Other loans
Investors
Grant
Other
Total
Appendices
Enclose appendices important and relevant to your business,e.g. technical specifications or drafts, written order commitments, references, collaboration etc.
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